1. COLLABORATION in the POST KATRINA ENVIRONMENT Successes and Pitfalls in Collaboration with Private Sector, Voluntary Organizations and Volunteers EOC Kathleen Henning, MA, CEM President, KGHenning & Associates LLC Montgomery County CERT Training Officer

2. Overview Role of Emergency Management in times of Emergencies & Disasters Role of Emergency Management in times of Emergencies & Disasters Challenges/barriers within the two different cultures that inhibit strong, open, effective partnerships Pitfalls to avoid Why do government, private sector and NGOs have to work together? Keys to success/tips in finding common ground and getting things done New Planning Framework-paradigm shift Benefits of government –private sector collaboration Role of IAEM in Support of Public Private Partnerships and Multi-agency Collaboration

3. What is an Emergency? either can shut down businesses, disrupt operations, cause physical or environmental damage, or threaten the communitys financial standing or public image. An emergency is any unplanned event that can cause death or significant injuries to employees, customers or the public. A disaster is an emergency that goes beyond the jurisdictions ability to respond

4. OFFICE OF EMERGENCY MANAGEMENT ROLE: AWARENESS & PREVENTION PREPAREDNESS MITIGATION RESPONSE RECOVERY OEM coordinates & collaborates with 1st Responders All levels of Jurisdictions Volunteer Center Citizen Corp Council Private Sector Businesses

5. Why involve the community and nongovernmental resources? White House Homeland Security website and EMS Magazine July 2002 Less than 1 percent of the U.S. population is an emergency responder 85% of critical infrastructure is privately owned "They are the key element. The real first responders are our citizens. We can't do our job without them. - Chief Ed Plaugher Arlington Co. Fire Dept. 2001

6. What might be some of the challenges/barriers within the two different cultures that inhibit strong, open, effective partnerships?

7. PITFALLS TO AVOID "tradition unhampered by progress"-- expectation that it should always be done the same way because that's the way it used to be done "tradition unhampered by progress"-- expectation that it should always be done the same way because that's the way it used to be done Creating procedural barriers between government, nonprofit organizations, and businesses Creating procedural barriers between government, nonprofit organizations, and businesses Failure to understand the legal barriers (Constitution, State Charters, EOPs) that affect how and when different levels of organizations and businesses (federal, state, local) can respond Failure to understand the legal barriers (Constitution, State Charters, EOPs) that affect how and when different levels of organizations and businesses (federal, state, local) can respond

8. Constraints on Private Sector Stafford Act limitations Stafford Act limitations the response from critical infrastructure providers after Katrina was often hampered by provisions that prevent government from conferring a direct benefit on the private sector. Regulations and laws Regulations and laws Access to disaster areas Access to disaster areas Trade secret and proprietary information sharing Trade secret and proprietary information sharing Free Market vs. contractual obligations Free Market vs. contractual obligations

9. Constraints on Collaboration with Voluntary Organizations Lack of trust with unfamiliar individuals working in unfamiliar settings Public safety organizations lack trust in outsiders and tend to work well only with traditional partner organizations such as law enforcement, fire and rescue services, public health, and even elected officials Barriers- distrust and misperceptions that one group or another voluntary organization is a group of rag-tag volunteers. Lack of recognition of professional level of services provided by volunteers

10. Constraints within Government Lack of understanding between the Homeland Security and Emergency Management communities at all levels of government Lack of understanding between the Homeland Security and Emergency Management communities at all levels of government Lack of information sharing due to what later turns out to be unrealistic or unreasonable security concerns Lack of information sharing due to what later turns out to be unrealistic or unreasonable security concerns Public perception about which govt agency is in charge and where help will come from Public perception about which govt agency is in charge and where help will come from

11. Why do government and private sector and NGOs have to work together?

12. Response & Recovery Efforts VOLUNTEERS HAVE AN IDENTIFIED ROLE ALREADY IN

13. Why do government, private sector and NGOs have to work together? Insufficient resources available to sustain duplication of services or worse, to fail to save lives, protect property, and help people to build bridges toward recovery Insufficient resources available to sustain duplication of services or worse, to fail to save lives, protect property, and help people to build bridges toward recovery Safety issues where organizations fail to communicate and coordinate efforts in the field Safety issues where organizations fail to communicate and coordinate efforts in the field

14. Why do government, private sector and NGOs have to work together? Mutually beneficial for short term and long term goals of the organizations to serve the public Mutually beneficial for short term and long term goals of the organizations to serve the public If you don't play nice in the sandbox during play time, you won't be invited when crises occur If you don't play nice in the sandbox during play time, you won't be invited when crises occur

15. Why do government, private sector and NGOs have to work together? Shared responsibilities for protection and care of public In an age of social media, hierarchical organizations are most vulnerable to destabilizing, catastrophic events Paradigm shiftAsymmetric power rather than centralized power

16. It takes time to learn about the different cultures of govt vs private sector e.g. Sustainability of organizations vary greatly between fund raising organizations and organizations that rely on elections and popularity of public officials

17. Advance relationship building Working together beforehand builds the critical relationships before the event. Reach out to groups that are at the greatest risk and need Reach out to groups that are at the greatest risk and need Collaborate with community and neighborhood leaders.

18. private sector and what that means. Focus on business and industry groups. Focus on business and industry groups. Better define the partnership objectives. Govt needs to tell businesses to get employees back to work as a high priority. Better define the partnership objectives. Govt needs to tell businesses to get employees back to work as a high priority. Show appreciation for the business and the employees. Might also include tax incentives and loans to businesses. Show appreciation for the business and the employees. Might also include tax incentives and loans to businesses. Provide reasons for businesses to participate-- understand the needs of the community. Provide reasons for businesses to participate-- understand the needs of the community. Share information about vulnerabilities and how to gain access to the community after the disaster. Share information about vulnerabilities and how to gain access to the community after the disaster.

19. What are some of the keys to success/tips in finding common ground and getting things done

20. Key Issues- Common Framework Common terminology- Principles of Emergency Management Shared language including adoption of the Principles of Emergency Management - by DHS, FEMA, NEMA, IAEM, colleges and universities Common terminology- Principles of Emergency Management Shared language including adoption of the Principles of Emergency Management - by DHS, FEMA, NEMA, IAEM, colleges and universities All sectors trained and operational under NIMS Common terminology and understanding of incident management system, NIMS, and the National Response Framework All sectors trained and operational under NIMS Common terminology and understanding of incident management system, NIMS, and the National Response Framework Need for all cycles of emergency management, including recovery, to be based on research based science Need for all cycles of emergency management, including recovery, to be based on research based science

21. Challenge- Leadership Overcome lack of familiarity with the formal and informal leaders in the community Overcome lack of familiarity with the formal and informal leaders in the community

22. Challenge- Personnel Motivation of workers versus volunteers who are impacted by psychological and physiological factors of disasters Motivation of workers versus volunteers who are impacted by psychological and physiological factors of disasters Volunteer Management skills versus personnel management for government workers Volunteer Management skills versus personnel management for government workers Failure to account for Volunteer Liability, workers compensation insurance, and safety standards Failure to account for Volunteer Liability, workers compensation insurance, and safety standards

23. Challenge- In it for the Long Haul Overcoming lack of understanding about immediate needs to respond to a crisis versus long term needs to recover, sustain institutions and restructure organizations

24. Key Issues – Planning Silos that do not include public safety organizations and non-profit organizations as mutual Stakeholders in strategic plans, emergency operations plans, administrative procedures e.g. worst type of planning --says what the organization's role is and then says the next step is up to the government--without confirming responsibility and capabilities, and without working out the transition

25. Prescriptive vs. Resource Based Planning planning that focuses on prescribing sources of action to follow in specific circumstances is bound to failplanning that focuses on prescribing sources of action to follow in specific circumstances is bound to fail

26. Working Outside the Comfort Zone Rather than Prescriptive plans focus on resource based planning Rather than Prescriptive plans focus on resource based planning Model of Electricite de France- largest Europe utility- Rapid Reflection Force-what is the big picture in a catastrophic event and who are the stakeholders? Model of Electricite de France- largest Europe utility- Rapid Reflection Force-what is the big picture in a catastrophic event and who are the stakeholders? what initiatives or creative suggestions would enable leaders to change the dynamics of the chaotic environment to their advantage? what initiatives or creative suggestions would enable leaders to change the dynamics of the chaotic environment to their advantage? Lagadec Unconventional Crises, Unconventional Responses-Reforming Leaderhip, 2007 Lagadec Unconventional Crises, Unconventional Responses-Reforming Leaderhip, 2007

27. Planning Framework Common understanding of goals and objectives by participating in the strategic planning process Common understanding of goals and objectives by participating in the strategic planning process Use of consistent and compatible planning templates, such as the guidance found in CPG 101 as revised Use of consistent and compatible planning templates, such as the guidance found in CPG 101 as revised

28. What are some of the benefits of government – private sector collaboration?

29. Mutual respect and understanding of roles and responsibilities Mutual respect and understanding of roles and responsibilities Opportunities for partnerships in training and exercises Opportunities for partnerships in training and exercises Opportunities for greater public awareness of the different types of responses in disaster Opportunities for greater public awareness of the different types of responses in disaster Grants at regional or multi-jurisdictional and multi- agency levels Grants at regional or multi-jurisdictional and multi- agency levels Reduction or elimination of duplication of services Reduction or elimination of duplication of services Recognition of the Professionalism of Emergency Managers, Responders and Recovery Specialists Recognition of the Professionalism of Emergency Managers, Responders and Recovery Specialists

30. What are some of the benefits of government – private sector collaboration? Maintain, nurture relationships, and not just build them in times of disaster. Maintain, nurture relationships, and not just build them in times of disaster. Have a trained pool of responders and recovery staff to support other organizations when pulled in through EMAC. Have a trained pool of responders and recovery staff to support other organizations when pulled in through EMAC. Both sides do a better job of reaching out to the other sector through Public Private Partnerships Both sides do a better job of reaching out to the other sector through Public Private Partnerships

31. Areas of Collaboration National NGO working together in stakeholder groups-- and then sharing the information vertically with their state and local members and partners National NGO working together in stakeholder groups-- and then sharing the information vertically with their state and local members and partners Conducting joint training and exercises Conducting joint training and exercises Team Building workshops Team Building workshops Shared community events that promote preparedness and public safety Shared community events that promote preparedness and public safety

32. Shelter management Shelter management Warehouse management Warehouse management Donations management Donations management Community relations Community relations Damage Assessment Damage Assessment Community Public Relations Community Public Relations Special needs concerns Special needs concerns Debris removal Debris removal Utilities control Utilities control Advanced first aid Advanced first aid VOLUNTEER OPPORTUNITIES /COLLABORATION

33. Working Collaboratively in a Non- Collaborative Environment government and private sector must work together government and private sector must work together Overcome the challenges/barriers within the two different cultures that inhibit strong, open, effective partnerships Overcome the challenges/barriers within the two different cultures that inhibit strong, open, effective partnerships Avoid pitfalls to collaboration Avoid pitfalls to collaboration Find common ground to get things done Find common ground to get things done Focus on benefits of government – private sector collaboration Focus on benefits of government – private sector collaboration

34. Success of the Public Private Partnership Leaders need to motivate Leaders need to motivate Need to have trust of partners Need to have trust of partners Need to be committed and focused to an activity Need to be committed and focused to an activity Resources to accomplish the objective Resources to accomplish the objective

35. questions

36. Kathleen Henning, MA, CEM 20940 C Frederick Rd #98 Germantown, Maryland 20876 prepare4@earthlink.net President Region 3 IAEM-USA International Association of Emergency Managers 201 Park Washington Court Falls Church, VA 22046-4527 703-538-1795; F: 703-241-5603 Website: www.iaem.com/Regions/3 Kathleen Henning, MA, CEM 20940 C Frederick Rd #98 Germantown, Maryland 20876 prepare4@earthlink.net President Region 3 IAEM-USA International Association of Emergency Managers 201 Park Washington Court Falls Church, VA 22046-4527 703-538-1795; F: 703-241-5603 Website: www.iaem.com/Regions/3